Teaming : how organizations learn, innovate, and compete in the knowledge economy

Teaming how organizations learn, innovate, and compete in the knowledge economy

"New breakthrough thinking in organizational learning, leadership, and change. Continuous improvement, understanding complex systems, and promoting innovation are all part of the landscape of learning challenges today's companies face. Amy Edmondson shows that organizations thrive, or fail...

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Detalles Bibliográficos
Autor principal: Edmondson, Amy C. (-)
Otros Autores: Schein, Edgar H.
Formato: Libro electrónico
Idioma:Inglés
Publicado: San Francisco : Jossey-Bass c2012.
Edición:1st ed
Materias:
Teams in the workplace.
Organizational learning.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009623425506719
Tabla de Contenidos:
  • Introduction
  • Part one. Teaming
  • 1. A new way of working
  • Teaming is a verb
  • Organizing to execute
  • The learning imperative
  • Learning to team, teaming to learn
  • Organizing to learn
  • Execution-as-learning
  • The process knowledge spectrum
  • A new way of leading
  • Leadership summary
  • Lessons and actions
  • 2. Teaming to learn, innovate, and compete
  • The teaming process
  • Four pillars of effective teaming
  • The benefits of teaming
  • Social and cognitive barriers to teaming
  • When conflict heats up
  • Leadership actions that promote teaming
  • Leadership summary
  • Lessons and actions
  • Part two. Organizing to learn
  • 3. The power of framing
  • Cognitive frames
  • Framing a change project
  • The leader's role
  • Team members' roles
  • The project purpose
  • A learning frame versus an execution frame
  • Changing frames
  • Leadership summary
  • Lessons and actions
  • 4. Making it safe to team
  • Trust and respect
  • Psychological safety for teaming and learning
  • The effect of hierarchy on psychological safety
  • Cultivating psychological safety
  • Leadership summary
  • Lessons and actions
  • 5. Failing better to succeed faster
  • The inevitability of failure
  • The importance of small failures
  • Why it's difficult to learn from failure
  • Failure across the process knowledge spectrum
  • Matching failure cause and context
  • Developing a learning approach to failure
  • Strategies for learning from failures
  • Leadership summary
  • Lessons and actions
  • 6. Teaming across boundaries
  • Teaming despite boundaries
  • Visible and invisible boundaries
  • Three types of boundaries
  • Teaming across common boundaries
  • Leading communication across boundaries
  • Leadership summary
  • Lessons and actions
  • Part three. Execution-as-learning
  • 7. Putting teaming and learning to work
  • Execution-as-learning
  • Using the process knowledge spectrum
  • Facing a shifting context at Telco
  • Learning that never ends
  • Keeping learning alive
  • Leadership summary
  • Lessons and actions
  • 8. Leadership makes it happen
  • Leading teaming in routine production at Simmons
  • Leading teaming in complex operations at Children's Hospital
  • Leading teaming for innovation at IDEO
  • Leadership summary
  • Moving forward.

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